Rollout Methodology: Frank Bergmann

]po[ Rollout Methodology
Frank Bergmann
[email protected]
(cc) Except where otherwise noted, content on this slide is licensed

under a Creative Commons Attribution 3.0 License
Contents
 Overview
– Schematic Planning
– Implementation Steps Overview
– ]po[ Project Definition Check points
– ]po[ Go-Live Check Points
– ]po[ Operations Check Points
 ]po[ Implementation Steps
– Definition Phase
– Extensions Phase
– Installation Phase
– Training Phase
– Go-Live Phase
– After Go-Live Phase
 ]po[ Rollout Options
– „Vertical“ Rollout
– „Horizontal“ Rollout
– Typical Rollout 1 – Test Operations
– Typical Rollout 2 – Accounting Integration
– Typical Rollout 3 – Workflow Rollout
– Typical Rollout 4 – Involve Other PMs
– Typical Rollout 5 – Further Options
 ]project-opem[ 2008, Rollout Methodology / Frank Bergmann / 2

Project
Overview

Schematic Planning
For medium sized companies
Defi- Kickoff
nition
Base
Inst.
Gap
Analysis
Configuration Configu-
Requirements ration
Extension Extension
Requirements Development
Data Import Legacy Data Import

Requirements
Train Train Go-Live

ing ing Training
Go-Live
Support
Normal Support

]po[ Implementation Steps
Definition Extensions Installation Training Go-Live After Go-Live

(optional)
Scope &
Application
Workshop
HTML
Design Mockup
Workshop
Feature
Freeze
Server
Installation
SQL &
Application
Design
Basic
Configuration
Development
Permission
Configuration
Prototype Project
Managers
Training
Category
Configuration
Testing & Accountant
Completion Training
GUI
Configuration
Documentat., SysAdmin
Training Mat. Training
Master Data
Import Milestone „Hand
Sign-off Go-Live Holding“
Setting
Live After Go-Live
Training
Support
Contract

Rollout Objectives Overview
Improved
profit
Improved margin
processes
Goals User take

Improved
advantage of
process
system
visibility
capabilities
Clean
Processes data in
Progress
User the Sound and

buy-In system specific
reports
Clean
Enough
instruction
slack time
s to users
for
Rollout Stable and
well
training
Users perceive
configured Users don’t
a familiar
system feel
environment
threatened by
the system
Successfu
l
installatio
Base n
No major
issues with
Legacy
Sound data
the system
support migration
Time
Key Terms for a Successful Rollout
 Change-Management
– Psychological process describing how person move on from an
existing situation (comfort zone) to a new situation.
– All system users and some stakeholders need to go through this
process
– Reference: Ross-Kanter
 “Taking Ownership”
– In some projects, the supposed users reject to use the system
– Rejecting ownership is frequently related to bad data in the
system that the user can’t trust.
– A user starts “taking ownership” when he or she starts to add
or modify data.
 Buy-In
– Describes the attitude of stakeholders towards the system and
the project team
– Based on

]po[ Project Definition
 The decision “Adapt ]po[ or adapt

the company” is the single most
important factor to determine the
project cost and implementation
speed.
 The “Strong Key User” is the most
important factor in a project’s
success. A strong Key User is
somebody with detailed knowledge
of all company processes and has
some technology skills, quickly
understanding the logic of a
software.
 The outcome of the Project
Definition is used in the following
phases, so it is important to
document the decisions here.

]po[ Implementation and Go-Live
 Each of the factors below

need to be covered about
80% in order to allow a
successful “go-live”. Small
modifications (20%) are
usually fine after the go-live
if expectations are managed
accordingly.
 The key for a successful go-
live is the “Training Manual”
that explains how users
should use ]po[. Writing this
manual can take 5-10 net
days of work..

]po[ Operations
 The #1 issue after the go-live is

the quality of data in the system.
Please make sure that user can
“trust” the data inside the system
and know who entered these
data, so that complaints can be
converted in improvements.
 The key for successful long-term
]po[ operations is a Support Team
that is capable of modifying/
extending ]po[. This team can be
either in-house with 3rd level
support from ]po[
(recommended) of outsourced.
 System Admin is usually not an
issue anymore after the go-live.
But please make sure to test
recovery operations every 2-3
month.

Process Map

Process Map for ]po[ Rollouts
 Not all companies need to implement all

of their processes using ]project-open[.
 The following slides show a number of
processes that are supported by ]project-
open[ and that are available for
implementation.
 The implementation of processes can be
grouped in “phases” for reducing risk and
improving user acceptance.

Consulting/PM Process Map
1. Project Portfolio Tracking

This is the most basic information to keep in ]project-open[. It will serve as a base for all other processes below. This list of PM related
 Keep a list of all open projects and the assigned resources. processes is useful for:
 Use “Filestorage” to store project’s files on your file server.
 Use “project on-track status” to communicate green/yellow/red status with senior management • Consulting companies
 This is the first step to use ]po[. (general, IT, strategic,
2. Keep your Pre-sales Pipeline in ]po[ financial, …)
Start with this process if you sales and resource planning are important for you. • Advertising agencies
 Enter project opportunities into ]po[ using the project status “potential” and one of its sub-stati • Law firms
 Use the project fields “probability” and “estimated value” to keep track of the presales pipeline • Construction companies
 Use ]po[ as a centralized list of customers and customer contacts • …
 As a result your sales pipeline will become more visible and you will be able to estimate future
revenues and resource requirements.
3. Project Tracking
Start with this process if your projects frequently suffer from time overruns.
 Use GanttProject (in the future: OpenProj) to develop your project schedules
 Use the “estimated time” to capture your estimation
 Use Timesheet to log spent hours against tasks
 Use many small tasks in your project schedule to be able to detect deviations early.
 As a result you will detect project deviations early and be able to react to them early.
4. Project Controlling
Start with this process if you feel a margin pressure or if your projects frequently suffer from cost overruns
 Use Timesheet management to capture internal costs.
 Use the provider management module to capture external costs. You can export these costs to your accounting package
later.
 Use the “Expenses” module to capture travel expenses etc.
 As a result you will gain visibility in the profitability of customers and the factors that determine profitability.
5. Project Invoicing
Start with this process if you have lose billable hours or if project invoicing takes up a lot of resources in your organization
 Define your billable and non-billable service types using “materials” and setup prices per customer and material.
 Define billable and non-billable tasks in your projects.
 Use Timesheet management to capture billable and non-billable hours.
 As a result, you may bill considerably more hours with considerably less effort.

Translation Mgmt. Process Map
1. Translation Project Portfolio This list of PM related

processes is useful for:
 Use ]po[ to maintain the list of currently open
• Translation agencies
translation projects • Internal translation
departments
2. Translation Workflow Management • Freelancers and groups of
freelancers
 Keep track of the translation tasks per project and their
respective status
 Involve freelancers to download/upload their files themselves
3. Provider Management
 Create Purchase Orders and Bills from ]project-open[
4. Query Management
 Keep track of queries and provide a history of queries to project managers
5. Freelance Skill Management
 Keep track of your freelancer’s skills and improve the matching of freelancers
to projects
6. Quality Management
 Keep track of your freelancer’s performance

HR Process Map
1. Basic Employee information in the system This list of processes is useful

for most service companies.
 Keeping track of current employees
 Integrate access and security management
2. Resource management
 Keep track of available resources
 Keep track of resources assigned to projects
 Identify over- and under utilization of resources
3. Skill Management
 Keep track of resources’ skills and skill levels
 Improve matching of resource skills to projects
4. Recruiting
 Track candidates in ]po[
 Keep track of the recruiting workflow
5. Knowledge Management
 Keep or track critical knowledge resources in ]po[
 Make knowledge resources available to the right people

IT Services Management ITIL Additional
Process Map & Rollout Processes Processes
Phase 3: Projects and their
Problem Project 3 artifacts: This is driven by

Timesheet Mgmt, because
Mgmt Portfolio Mgmt staff needs projects to log
their hours. Then Release
Incident Timesheet Project Mgmt comes naturally,
Mgmt Mgmt Mgmt because all relevant
information is already there.
Service Financial Software
Desk 1 Mgmt (1) Development
Capacity Release
Phase 1: Service Desk + Mgmt (human) Mgmt
Timesheet: This is all you
need to calculate the price
per service request.
IT
Phase 2: Control systems Strategy Phase 4:
and performance. Manual 4 Additional
Purchasing Config. processes are hopeless, but HR processes:
& Inventory Mgmt Nagios + OCS Inventory do
Mgmt These are not
the job. Now you can directly
OCS Financial compare SLAs with actual
Provider connected to the
Mgmt (2) data. other processes
Inventory Mgmt and can be
Service Level introduced at any
Server Security time.
Mgmt Mgmt
Monitoring 2 Capacity Continuity
Mgmt (system) Mgmt

Data “Hygiene”

“Data Hygiene” Intro
“An ERP system is mostly about trust: Users who pull out
data at one end have to trust the users who entered
data at the other end. This is the true challenge.”
From a posting in [erp-select]
 “Clean” data is necessary for invoicing, financial

controlling and any high-level reporting.
 Data “pollution” can happen because of various factors:
– Insufficient definition on how data should be entered
– Lack of user training
– Time pressure may lead to a conflict between a user’s
performance evaluation and clean data entry
– Lack of control to detect “polluted” data in the system
– Lack of power to force users to enter clean data

“Data Hygiene” Maturity Roadmap
1. Incomplete Production Data:

The parallel use of other systems or Excel sheets leads to the situation
that not all “production data” (projects etc.) are available in the system.
2. Inconsistencies in Core Data:
Once all “production data” are available in the system, there may still be
coarse inconsistencies in projects and financial, leading to incomplete
invoicing and meaningless financial controlling results.
3. Inconsistencies in Non-Core Data:
Once projects and finance are OK, there may still be inconsistencies in
auxiliary data such as task definitions, price lists, invoice “unit of
measure”, etc.
4. Consistent Data in all Major Processes:
Once all data are captured consistently, you can correlate the
organization’s operational with financial performance for all major
processes and define performance indicators.

“Data Hygiene” Feedback Loops
 Data Hygiene is an iterative learning process.

Feedback
 Example Processes: Loop
– Projects (name, start & end dates, hierarchy)
– Customer information for CRM
– Provider information for provider mgmt.
– Invoicing (produce quotes and
invoices for each project). ]po[
– Customer price lists Information
Producer Information
– Provider price lists Report Consumer/
– Provider Billing (produce purchase Information
Manager
orders and bills for providers) Producer
– Project planning (% assignation of users to projects)
– Timesheet information
– Absences and vacation
– Quality reports and evaluations
– Skill database
– Query & issue management via forum
– …
 For each process you need to define:

– The manager responsible for data hygiene
– Norms to define “clean data”
– The reports (or other control mechanisms) to extract information
– The users responsible to enter/ correct data
– The “feedback mechanism” and its escalation levels

Benefits from “Data Hygiene”
 ]po[ allows you to extract a wealth of high-level information if

your data are entered correctly. Examples include:
– Profit & Loss per project
– Profit & Loss per customer over time
– Profit & Loss per sales rep or project manager
– Quality of delivered work vs. cost of service
– … (please see the “Indicators” section for a range or
performance indicators).

Detailed Project
Phase Description

Definition Phase
Work Package Objective Deliverables
Scope &  Customer’s Senior Management learns about  Scope of

Application the application and identifies the ]po[ modules project
Workshop
to be implemented.  Input for first
 Identification of extension development cost estimate
necessities.  Decision
structure
 Senior Management or Key Users specify  Configuration

Design requirements
Workshop configuration and customization necessities.
 Scoping and functional requirement definition  Extension
for extension development. requirements
 Input for
detailed quote

Extensions Phase

 Build a functional “mockup” using static HTML  HTML mockup
HTML
Mockup pages based on input from the “Design
Workshop”.
Feature  Mockup confirmation in a functional design  Functional

Freeze workshop and freeze of specifications. specifications
SQL &  Define how extensions should relate to existing  Reutilization

Application ]po[ modules. Concept
Design
 Design a SQL data model.  Data Model
Development  Implement the specified extensions.  Working code
Prototype  Presentation of a prototype to the customer.  Confirmation of

functionality
Testing &  Completion of the prototype functionality and  Working system
Completion testing in the customer’s context.
Documentat.,  Documentation of the extensions and  Documentation

Training Mat. development / adaptation of training material. & training
material
Sign-off  Extensions sign-off.  Working
extensions
Installation Phase

 Install the ]po[ application on a production  Installed
Server
Installation server and (optionally) on a development/test applications
server. Security configuration.
 Configuration of Admin / Parameters section  Working

Basic
Configuration according to customer requirements. application
Permission  Setup of user profiles and user profile privileges  Secure

Configuration according. application
Category  Adapt ]po[ categories (project types, customer  Adapted

Configuration types, …) to the specific business. application
 Adapt GUI colors and font styles to the  Attractive

GUI
Configuration customer’s corporate design (optional). application
Master  Create ]po[ customers, providers, customer  Usable

Data Import contacts, freelancers, employees and prices application
from existing data.

Training Phase
Project  Allow PMs to efficiently use the “Translation  Successful

Managers Workflow”, “File Storage” and “Forum” modules. training
Training
 Allow accountants to efficiently use the  Successful

Accountant
Training “Translation Invoices” and “Freelance Invoices” training
(optional) modules.
 Enable the Sysadmin to perform backup,  Successful

SysAdmin restore and recovery operations. training
Training

Go-Live Phase

Milestone  Obtain technical OK to go-Live.  Decision to
Go-Live  Obtain user’s OK to go-live. go-live
 Live setting of the application. Final transfer of  Operational

Setting data from the legacy to the new system new system
Live (optional).

After Go-Live

 Presence of implementation team members  Successful
„Hand
Holding“ during the first days after going live in order to completion of
deal with questions and issues. the first project
cycles
After Go-Live  Training to deal with unanticipated or  All users are

Training unresolved questions after the go-live. capable of using
the system
 Ongoing support.  A stable and

Support
Contract updated system

]po[ Implementation Phases
Definition Extensions Installation Training Go-Live After Go-Live

(optional)
Scope &
Application
Workshop
HTML
Design Mockup
Workshop
Feature
Freeze
Server
Installation
SQL &
Application
Design
Basic
Configuration
Development
Permission
Configuration
Prototype Project
Managers
Training
Category
Configuration
Testing & Accountant
Completion Training
GUI
Configuration
Documentat., SysAdmin
Training Mat. Training
Master Data
Import Milestone „Hand
Sign-off Go-Live Holding“
Setting
Live After Go-Live
Training
Support
Contract

Change
Management
Strategies
]po[ Rollout Options
Man. Dir.
Sales Operations Resource

Manager Manager Finance
Manager
Customer Customer PM 1 PM 2 PM 3 PM 4 Freelance Freelance

1 2 1 2
PM
Vertical Rollout Option:
One project manager
Filestorage
starts using the system,
Freelance possibly only for a limited
-DB number of customers
Processes
CRM
Accounting
Workflow Horizontal Rollout Option:

A single process (PM, CRM,
Quality-DB filestorage, ...) is being
used by all PMs
...
„Vertical“ Rollout
Pros
 Limited Risk: A single project manager „tests“ the
functionality
 Skill Management: The initial PM will probably be interested
in systems & IT
 The initial PM can later provide training & support to the
other PMs
Cons
 Integration Difficulties: This approach can be difficult if ]po[
needs to be integrated with existing systems.
Summary
 „Vertical“ is the best option for smaller companies and
companies without PM systems.

„Horizontal“ Rollout
Pros
 Reduces Integration Difficulties: „Big Bang“ rollout is cheaper
if there are existing systems that would have to run in
parallel otherwise.
 No duplicated training
Cons
 Higher Risk: Initial implementation difficulties have bigger
impact on the company
Summary
 „Horizontal“ is the best option for complex rollouts in larger
companies in order to avoid high integration costs with
existing systems.
 „Horizontal“ may be combined with a „vertical“ test phase.

Typical Rollout (1)
Man. Dir.
Test Operations
Start with the most IT-

Sales Operations savvy Resource
PM. He or she will
later provide
Manager training to
the other PMs

1 2 1 2
Start with project
PM management and the
freelance-DB.
Filestorage You will need to setup a
Freelance few customers and
-DB freelancers in order to
Processes
get started.
CRM
Accounting
Workflow
Quality-DB
...
Typical Rollout (2)
Accounting Integration
Man. Dir.

Manager

1 2 1 2
PM
Integrate with your
Filestorage financial backend.
Train your ccountant(s) to
Freelance import information from
-DB ]po[ and how to track bills
Processes
& invoices from within the

CRM system.
Accounting
Workflow
Quality-DB
...  ]project-opem[ 2008, Rollout Methodology / Frank Bergmann / 35

Typical Rollout (3)
Workflow Rollout
Man. Dir.

Manager

1 2 1 2
PM
Now one option is to start
Filestorage using the translation
workflow and to involve
Freelance the first freelancers in the
-DB process.
Processes
However, this is not a

CRM necessary step.
Accounting
Workflow
Quality-DB
...
Typical Rollout (4)
Involve other PMs
Man. Dir.

Manager

1 2 1 2
PM
Now (some 1-3 month
after starting with the
Filestorage first PM) your company
Freelance is typically ready to
-DB rollout ]po[ for the other
Processes
PMs.
CRM
Accounting
Workflow
Quality-DB
...
Typical Rollout (5)
Further Options
Man. Dir.

Manager

1 2 1 2
PM
After this point there are
several options on how
Filestorage to proceed.
Freelance However, your company
-DB will have made a lot of
Processes
progress understanding
CRM the system, allowing you
to take an informed
Accounting decision.
Workflow
Quality-DB
...  ]project-opem[ 2008, Rollout Methodology / Frank Bergmann / 38

Two-Week
Rapid Rollout
Two-Week Rapid Rollout
Getting ]po[ running in two condensed weeks
Preconditions
Specs
Base
Inst.
Training on the configured system. Training for Accounting, Sales, ...
Last check with PMs if everything OK.
Gap
Analysis
Configu- Fix Issues, clarify processes

ration
Configuration Legcy Data Import

Requirements
Go-Live
Extension
Requirements The Go-Live Condition:
• All #1 prios need to be OK
Go-Live
Data Import in order to go-live "Hand-Holding"
Requirements
Fix Issues, clarify processes
• Week 2 is to fix prio #2

issues and questions, such
as incomplete master data • Prio #3 issues can be fixed Support
(Contract)
or process variants remotely
Week 1 Week 2
End
Frank Bergmann
[email protected]
www.project-open.com

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]po[ Rollout Methodology

(cc) Except where otherwise noted, content on this slide is licensed

 ]project-opem[ 2008, Rollout Methodology / Frank Bergmann / 2

 ]project-opem[ 2008, Rollout Methodology / Frank Bergmann / 3

Data Import Legacy Data Import

Train Train Go-Live

 ]project-opem[ 2008, Rollout Methodology / Frank Bergmann / 4

Definition Extensions Installation Training Go-Live After Go-Live

 ]project-opem[ 2008, Rollout Methodology / Frank Bergmann / 5

Goals User take

User the Sound and

 ]project-opem[ 2008, Rollout Methodology / Frank Bergmann / 7

 The decision “Adapt ]po[ or adapt

 ]project-opem[ 2008, Rollout Methodology / Frank Bergmann / 8

 Each of the factors below

 ]project-opem[ 2008, Rollout Methodology / Frank Bergmann / 9

 The #1 issue after the go-live is

 ]project-opem[ 2008, Rollout Methodology / Frank Bergmann / 10

 ]project-opem[ 2008, Rollout Methodology / Frank Bergmann / 11

 Not all companies need to implement all

 ]project-opem[ 2008, Rollout Methodology / Frank Bergmann / 12

1. Project Portfolio Tracking

 ]project-opem[ 2008, Rollout Methodology / Frank Bergmann / 13

1. Translation Project Portfolio This list of PM related

 ]project-opem[ 2008, Rollout Methodology / Frank Bergmann / 14

1. Basic Employee information in the system This list of processes is useful

 ]project-opem[ 2008, Rollout Methodology / Frank Bergmann / 15

Phase 3: Projects and their

Problem Project 3 artifacts: This is driven by

 ]project-opem[ 2008, Rollout Methodology / Frank Bergmann / 16

 ]project-opem[ 2008, Rollout Methodology / Frank Bergmann / 17

 “Clean” data is necessary for invoicing, financial

 ]project-opem[ 2008, Rollout Methodology / Frank Bergmann / 18

1. Incomplete Production Data:

 ]project-opem[ 2008, Rollout Methodology / Frank Bergmann / 19

 Data Hygiene is an iterative learning process.

 For each process you need to define:

 ]project-opem[ 2008, Rollout Methodology / Frank Bergmann / 20

 ]po[ allows you to extract a wealth of high-level information if

 ]project-opem[ 2008, Rollout Methodology / Frank Bergmann / 21

 ]project-opem[ 2008, Rollout Methodology / Frank Bergmann / 22

Work Package Objective Deliverables

Scope &  Customer’s Senior Management learns about  Scope of

 Senior Management or Key Users specify  Configuration

 ]project-opem[ 2008, Rollout Methodology / Frank Bergmann / 23

Work Package Objective Deliverables

Feature  Mockup confirmation in a functional design  Functional

SQL &  Define how extensions should relate to existing  Reutilization

Development  Implement the specified extensions.  Working code

Prototype  Presentation of a prototype to the customer.  Confirmation of

Documentat.,  Documentation of the extensions and  Documentation

Work Package Objective Deliverables

 Configuration of Admin / Parameters section  Working

Permission  Setup of user profiles and user profile privileges  Secure

Category  Adapt ]po[ categories (project types, customer  Adapted

 Adapt GUI colors and font styles to the  Attractive

Master  Create ]po[ customers, providers, customer  Usable

 ]project-opem[ 2008, Rollout Methodology / Frank Bergmann / 25